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their personal and Experience. if anyone like to add more u are welcome pls ............. Common Interview questions for Planning Engineer: 1. What is total float? 2. What are the difference between free float and total float? 3. What is a constraint? 4. What are the difference between MS Project and Primavera? 5. How to load cost & resource in a program? 6. What is WBS? 7. What is a milestone? What are the types of milestone? 8. What are the difference between flag and milestone activity? 9. What is a critical activity? 10. What is resource allocation and leveling? 11. What is a Baseline Program? 12. What are BSWS, BSWP, and ACWP? 13. What are SV and CV? 14. What is a Budget and how do you compare budget against Actual cost? 15. What is an S – Curve? 16. What is the difference between P3.1, P3E, and P5 etc. 17. What is an open end activity? 18. How often you update your program? During an interview, i’ve been asked these questions: - What is the difference between Retained Logic & Override Logic? - What is the difference between Continuous & Interruptible scheduling? - What is the no. of activities that u monitor & how do u make the update? - How do u measure & compare the progress? - Earned Value Terms (very detailed). Regards. Dear All It is really a very good interview tips at the senior/lead planner level. It is true as some of our friend explain that it is bit hard for a fresh graduate or e ven a planner with 4-5 year of experience, except a very genius. Here the some answer that Mr Stephen did not reply in detail or may be I could n ot got the point. 4. What are the difference between MS Project and Primavera? I will reply that the cost & resource management is much better in P3 rather the n MS project where as MS project can produced more makeup(good fonts/color/tabbi ng and etc) reports then P3 for presentation. 8. What are the difference between flag and milestone activity? Mile stone & flags both are events rather then activities. Some client likes to use flags rather than mile stone due the following differences. 1- With the use of flags the logic of main event can be easily tracked as these can not be created without predecessor as stand alone allocating the constraint. Where as mile stone can. 2- Flags can not update manually as P3 automatically update the status where as milestone can be update manually.
3- Flags can not be constraint only driven by predecessor where as milestone can . 17. What is an open end activity? The open end activity is the activity that does not have any successor. Normally open end activity is not accepted willingly in schedule because the total float will be calculate from the end of the project and these entire activities late dates gather at the end of the project and can not be prepare a logical late sta rt plan. 19. What is the difference between Retained Logic & Override Logic? I will really appreciate please some one answer these for the sake of others kno wledge 20. What is the difference between Continuous & Interruptible scheduling? Same as above 22. How do u measure & compare the progress? I measured the Progress in term of EV (Earned values) such as EMH (Earned man-ho urs) which is equivalent to the progress achieved by the define progress steps f or each activity multiply with SMH (Standard man-hours) EMH can be calculated as EMH= SMH * %age of activity as describe above. Comparison can be done in various different ways, tabular and graphically after getting the planned values from the base line program. 24. When updating a plan, what key people and/or systems would you expect to nee d information from? What, if any, analysis of the updated programme would you pe rform? Who would you distribute your work to? Normally all good companies have the monitoring system including the progress br eak down steps agreed between all stack holders of the project to update the pla n. But if you don’t have any kind of these program then I will always contact with the concern activity / package supervisor and collect the information on a well define format. In short the minimum people require for the updating of progress. 1- Job supervisor 2- Quality control ( for the acceptance of job until this you are unable to fini sh 100% a single) After performing any kind of analysis the distribution should be as follow minim um Project Manager Construction Managers (Concern discipline for action and other for information) Job supervisor Department heads in co-operate office QA/QC and safety for info. These will be my answer addition to Mr. stephen, it is not guarantee that interv iewer will agree with your opinion and approach towards planning. Now, as to the other questions that I can answer: 1. What is total float? The amount of time that an activity can slip without delaying the end of the pro ject. Usually computed as TF = LF – EF. 2. What are the difference between free float and total float? FF is a special type of TF. Whereas TF is the amount of time that an activity ca
n slip without delaying the end of the project, FF is the amount of time that an activity can slip without delaying the early dates of a successor. 3. What is a constraint? A limitation that reduces the efficiency with which a project can be accomplishe d. Scheduling constraints come in three main falvours: NET, NLT and ON, standing for No Earlier Than, No Later Than, and (surprisingly!) On. These are input to a schedule, are usually calendar-based, and override the predecessor/successor l ogic, thus often causing positive or negative float on the longest path. Negativ e float needs to be resolved, and often is by compromising on other parts of the plan. Resource availability is another type of constraint that can delay a project’s sch edule and efficiency. In general, constraints should not be input to the schedule until after the sche dule ahs been optimized through critical path analysis, as it is important to be able to gauge the impact of a constraint from the “Newtonian” constraints of the wo rk. 4. What are the difference between MS Project and Primavera? The same as between a Vespa and a Hummer. (Sometimes a Vespa can be more useful! ) 5. How to load cost & resource in a program? Through the WBS, in a process calle d activity-based resource assignments, or ABRA. Assigned resources should be ove rhead-burdened to get an accurate picture of costs. It is important to note that cost can be assigned, tracked and managed at a high er level than schedule or resources – a euro is a euro is a euro, but both resourc es and schedule dates are specific, and need to be managed with greater specific ity. 6. What is WBS? Work breakdown structure, a hierarchical format for identifying, displaying, rep orting, and changing project work. Since the WBS is the “skeleton” of work on which the resource, cost, schedule information is draped, it is the principle tool for implementing scope/cost/schedule integration. 7. What is a milestone? What are the types of milestone? A milestone is an event. Activity-driven milestones are usually entered into PM software as activities with durations of zero. Since milestones have no duration , once they are reached they are immediately in the past. It is therefore good p ractice to name activities using the past participle of the verb (i.e., “Test comp onent” = activity; “Component tested” = milestone. 8. What are the difference between flag and milestone activity? No idea -- I’ve never heard the term flag activity. 9. What is a critical activity? Although the term may be mis-used (i.e., with other meanings), a critical activi ty is one that is on the longest path.
10. What is resource allocation and leveling? Resource allocation is assigning resources to activities (ABRA). Leveling is cha nging activity schedules to get rid of “utilization spikes” and use resources more “ef ficiently”. There are two different “flavours” of leveling: time-constrained and resou rce-constrained. Time- constrained leveling attempts to remove the resource utilization spikes/bo ttlenecks without delaying activities beyond an input date (often the CPM comple tion date, which means that no activity is delayed beyond its float). Resource-constrained leveling delays activities, if necessary, beyond their floa t(s) in order to reduce utilization levels, period by period, to availability le vels. The Total Project Control (TPC) methodology incorporates a resource-leveling met ric called the CLUB, or Cost of leveling with Unresolved Bottlenecks. This is th e amount by which project expected value is reduced PLUS the cost by which the p rojects “Marching Army” costs (Overhead and LOEs) increase due to the delay caused b y resource constraints. The CLUBs can be used to justify the additional resource s that would make the bottlenecks go away. 11. What is a Baseline Program? I don’t know that precise term. The baseline plan is the commitments in terms of p roduct, cost, and schedule, both at project completion and at key interim points . On a fixed price, fixed deadline, contract, the delta between the baseline pla n and the working plan is management reserve and profit. Changes to the baseline plan (“re-baselining”) is usually only permitted if both cus tomer and contractor agree, and usually occur in the event of a mutually-agreed scope increase. Earned value tracking and analysis is usually performed based on the baseline pl an. 12. What are BSWS, BSWP, and ACWP? First, it’s BCWS and BCWP. These three acronyms are earned value terms that stand for Budgeted Cost for Wor k Scheduled (planned value, or PV in the PMBOK Guide’s in my opinion ill-advised n eologisms), Budgeted Cost for Work Performed (earned value, or EV), and Actual C ost for Work Performed (actual cost, or AC). Despite the terminology, it is crucial to understand that earned value has NOTHI NG to do with value – it’s about COST, as the letter “C” in the three original acronyms shows. BCWS is what was budgeted for each work package as scheduled. BCWP is the sum of the budgets of all completed activities/milestones. ACWP is the sum of what it actually cost to complete each of the work packages/m ilestones. 13. What are SV and CV? SV is schedule variance, computed as BCWP – BCWS, or the budgets for all activitie s/milestones accomplished as of a given date minus the budgets for what was sche duled to have been accomplished by that date. It should be noted that SV (and it’s corollary SPI, or BCWP divided by BCWS) can be a very distorting metric, primar ily because the BCWS weights are usually loaded onto the early dates, where non-
critical activities have float. This means that starting or completing a big-bud get activity that has a large amount of float will weigh much more heavily on th e SV (and SPI) than a small-budget activity that is on the critical path, despit e that fact that the latter is much more important to meeting schedule. CV is cost variance, computed as BCWP – ACWP, or the budgets for all activities/mi lestones accomplished as of a given date minus what was actually spent to accomp lish them. CV also has a corollary index, CPI, or BCWP divided by ACWP. This sho ws how much of the budgeted work you have been accomplishing for every dollar ac tually spent, and is an excellent metric for forecasting future cost profiles on a given project. 14. What is a Budget and how do you compare budget against Actual cost? Budget is the monetary amount assigned for resources to accomplish the work pack ages. Actual cost is the monetary amount in resource usage that it actually took . 15. What is an S – Curve? An S-curve is the cumulative cost function plotted on a histogram, which can vag uely resemble the letter S. BCWS, BCWP, and ACWP are frequently plotted and comp ared on a histogram as separate and “shadowing” S-curves. 16. What is the difference between P3.1, P3E, and P5 etc. They are different versions of Primavera, but you’ll need to get a a description o f the detailed differences from someone else. 17. What is an open end activity? I’m not sure exactly how you are using the term. I’ve heard it used for both activit ies with uncertain expected scope and no specific budget. I’ve also heard it used in scheduling, for an activity that has no FS or FF successors (i.e., successors of its finish). 18. How often you update your program? Do you mean your baseline? It varies from project to project, depending on repor ting/progressing periods. However, the working schedule should be updated on a c ontinuous basis, as each activity is started or finished. 19. What is the difference between Retained Logic & Override Logic? I don’t know. Anyone? Anyone? Buehler? 20. What is the difference between Continuous & Interruptible scheduling? Ditto. 21. What is the no. of activities that u monitor & how do u make the update? I sure hope it’s all, or at least all that have a variance! (#22 - #24 I will leave to someone else.) 22. How do u measure & compare the progress? 23. Briefly outline the process you follow to build & agree a baseline construct
ion plan. 24. When updating a plan, what key people and/or systems would you expect to nee d information from? What, if any, analysis of the updated programme would you pe rform? Who would you distribute your work to? 25. Briefly outline the benefits to a project of a well designed and maintained plan. A well-maintained plan provides a GPS system that (1) guides the project team; ( 2) identifies variances as soon as they occur; (3) provides the project with an efficient way to re-calculate the best route to recovery whenever a variance occ urs. 26. Give an example of a mistake you have made when planning. What were the cons equences? What did you learn from the episode? I will only reply that the greatest mistake in planning is not to plan, or not t o plan in sufficient detail. Good to see all these questions and I would appreciate if someone post the repli es for the questions which I have consolidated.I have included all questions whi ch were posted by you. 1. What is total float? 2. What are the difference between free float and total float? 3. What is a constraint? 4. What are the difference between MS Project and Primavera? 5. How to load cost & resource in a program? 6. What is WBS? 7. What is a milestone? What are the types of milestone? 8. What are the difference between flag and milestone activity? 9. What is a critical activity? 10. What is resource allocation and leveling? 11. What is a Baseline Program? 12. What are BSWS, BSWP, and ACWP? 13. What are SV and CV? 14. What is a Budget and how do you compare budget against Actual cost? 15. What is an S – Curve? 16. What is the difference between P3.1, P3E, and P5 etc. 17. What is an open end activity? 18. How often you update your program? 19. What is the difference between Retained Logic & Override Logic? 20. What is the difference between Continuous & Interruptible scheduling? 21. What is the no. of activities that u monitor & how do u make the update? 22. How do u measure & compare the progress? 23. Briefly outline the process you follow to build & agree a baseline construct ion plan. 24. When updating a plan, what key people and/or systems would you expect to nee d information from? What, if any, anylsis of the updated programme would you per form? Who would you distribute your work to? 25. Briefly outline the benefits to a project of a well designed and maintained plan. 26. Give an example of a mistake you have made when planning. What were the cons equences? What did you learn from the episode?
3 Primavera Tips & Tricks Convert to .pdf Format Problem: The customer, vendor, contractor client need to view in .pdf format he nce they don’t have Primavera software to view. Solution: First you need to download from www.download.com type PrimoPDF and download it into your machine. 2. Open the page you want it to be saved as a pdf and click on the Print Preview button, at the Toolbar. 3. It also available in any directory window you open even in the reports you wi ll find a Print Setup 4. Select printer as PrimoPDF and Click Ok. 5. Now go to the Print icon and type Printer name also as PrimoPDF. Click OK 6. This Dialog box will appear automatically. In the ellipsis icon, select a dir ectory where you want to save the file in., e.g. Desktop. After you have done this, click CreatePDF. Now look at your Desktop, the document is saved a s a PDF format. Exporting Projects credit to : http://www.ims-web.com Problem: The customer, vendor or contractor has an older version of Primavera o r another project management tool, and needs to view a schedule. Solution: Export the project. • Open the desired project to be exported • Go to File>Export • Choose the format including desired program and version. For Primavera PM/MM and Primavera Contractor, there are now several options for versions. • For Microsoft Project, select the file type • Export type should be Project • Click Next (These fields will show you the file to be exported) • Click Next • Do not try to save the file to your C drive or any other local drive on your com puter. Try saving to a network drive (in this example, the file is saved to the M: drive) • Click Finish • Function Keys credit to : http://www.ims-web.com In both the P5/P6 client and web applications, the following function keys work: F1 Context-Sensitive Help F2 Toggles between Edit and Browse modes when the focus is in Description P anes in Details Tabs for Notebooks, Steps, WPs and Docs and the Notes to Resourc es pane on the Feedback Detail Tab F3 Find Next (works after using ) F5 Refresh (from server) F7 Spell check when in Edit mode on the above-mentioned Panes and Tabs and in a given column currently in focus in tables F9 Schedule Shift+F9 Schedules with Leveled Resources F10 Commit Changes (to server) P6 Hierarchies
credit to : http://www.ims-web.com When creating hierarchies in P6 (for example, WBS), as an alternative to using t he mouse, Ctrl + arrows will promote, demote and move elements up and down. Bring Your External Website Into Primavera Web credit to : http://www.ims-web.com When customizing a portlet on a dashboard in the Primavera Web Access program, i n order to bring up an external website or URL, one tip needs to be known in cas e you must troubleshoot or if you are experiencing problems with the page loadin g. For example: Your personal or project workspace dashboard has a link to the weat her or a link to your company website. If the page delays in loading or has dif ficulty and freezes, you will need to know this tip. If Primavera or other dashboards are working, then likely the external website i s having difficulty loading, not that Primavera is having trouble. DO NOT exit the web browser—you will remain logged in to the Primavera tool and no t be allowed to log in for 30 minutes or until your admin changes your password. Instead, type “1=TRUE” at the end of your URL in the URL field of the site and hit r eturn. Example: http://servername:8080/myprimavera/login_cmt/1=true This restarts the page in “safe mode” and ignores external websites temporarily. Ne xt time you logon and the external website is working, you should not experience the problem. Now you are logged on without the use of that external site. You can do all other work in Primavera until the external site is working again. Copy/Paste Role of Resources credit to : http://www.ims-web.com The following may already be known by all of you, but it’s still a pretty slick tr ick. Ever wish you could just copy / paste roles or resources from one activity to an other (or several others)? Here’s an alternative. That’s it! It’s still not quite as easy as “Ctrl-C” – “Ctrl-V” would be, but it’s a decent around. Project Management “Hot Keys” credit to : http://www.ims-web.com Problem: What are the keyboard shortcuts in Project Management? Fix: Shortcut Keys TOOLBAR MENUS SHORTCUT FILE MENU SHORTCUT File Menu Alt+F New Project Ctrl+N Edit Menu Alt+E Open Project Ctrl+O View Menu Alt+V Print Ctrl+P Tools Menu Alt+T Exit Alt+F4 Help Menu Alt+H Commit F10 Refresh F5 EDIT MENU Cut Activity Paste Activity Delete Activity Find Ctrl+F SHORTCUT Ctrl+X Ctrl+V Del INSERT MENU New Activity Ins SHORTCUT
HELP MENU SHORTCUT Contents and Index F1
TOOLS MENU Schedule Now
Automatically Calculate Percent Complete credit to : http://www.ims-web.com Often managers are uncomfortable with the “guesstimate” given for percent complete. The Primavera steps feature becomes very useful when they are weighted to drive the percent complete in a way that is less subjective and more quantifiable. Gen erally, steps are a way to track deliverables or any sub-activity without adding activities and complexity to your schedule. Any group of steps that is often re peated (a typical document workflow for example) can be made into a step templat
e for use on all such activities, too. To have each step automatically drive physical percent complete for the activity : 1. Open the columns within the step tab by right-clicking on the last colum n and selecting “Customize Column Headings”. Then select the Step Weight and Step We ight Percent columns and move them into the view by clicking the right arrow but ton on the middle frame. Click OK. The new columns appear on the steps tab. 2. Now, define each step by importance or weight it carries toward overall completion of the activity. The cumulative physical percent complete is automati cally calculated if the setting on the calculations tab at the project level is checked to “Activities with steps drive percent complete.” You may want to ensure th e Physical Percent Complete column is viewable in the activity table or that thi s activity is set in the general tab to the Physical Percent Complete Activity T ype. If you do not weigh them, then each step carries equal weight, so if you ha ve ten steps then each one counts 10 % of the total physical percent complete. Two examples: IT and Construction Test 2000 Code Testing Activity Weight Percent Complete After Step is Completed Step One: Unit Test One 5 5 Step Two: Unit Test Two 5 10 Step Three: Unit Test Three 5 15 Step Four: Unit Test Four 5 20 Step Five: Integration Testing of One and Two 10 30 Step Six: Integration Testing, Add Three 10 40 Step Seven: Integration Testing, Add Four 10 50 Step Eight: System Test 15 65 Step Nine: Functionality Test 25 90 Step Ten: Move to Production 10 100 CON2000 Pre-Bid Cycle Activity for Carpentry Vendor Selection Complete After Step is Completed Step One: Bid Statement of Work (SOW)Drafted 5 5 Step Two: Vendor Selection Criteria Agreed Upon 5 Step Three: SOW Reviewed 5 15 Step Four: SOW Approved 5 20 Step Five: Solicitation of Bids 5 25 Step Six: Bid Close, Vendor Selected 30 55 Step Seven: Vendor Notified 5 60 Step Eight: Contract Drafted 15 75 Step Nine: Contract Revisions 20 95 Step Ten: Contract Approved 5 100
Weight Percent 10
Using Filters with Activity Views credit to : http://www.ims-web.com In my adventures here in Indianapolis, I just came upon a feature in Primavera W eb of which you need to be aware. There are two standard filters for Activities Views, that are actually configurable: 1. Activities finishing within specified days 2. Activities occurring within specified days If you use either of these filters, you can specify a number of days (calendar d ays) that you wish to use. Instead of using a custom filter to create a lookahead report, you can just use the “activities occurring within specified days” filter. This is a viable workaround to the issue regarding only being able to filter on specific dates when using custom filters. The primary issue is that these filters are dynamic, and use the system date, ra ther than a data date. OBS and EPS – Things to Keep in Mind When Creating It credit to : http://www.ims-web.com The Organizational Breakdown Structure (OBS) is a hierarchical based structure t hat represents your organization. The Enterprise Project Structure (EPS) is als
o a hierarchical based structure that represents how your projects are organized . The OBS and EPS are combined together through the responsible manager field on t he EPS structure, project folder and WBS level. The Responsible Manager field i s the OBS and this determines what users can gain access to the Project. When y ou create a user, you have to give them Responsible Manager assignments in order for them to see projects. Your EPS and your OBS need to have a one-to-one relationship. If you give a user a Responsible Manager assignment (OBS) that is not tied to an EPS, Project or W BS level, they will not see any projects when they log into the Primavera Client application or the Web Application. Rate Source Override credit to : http://www.ims-web.com Since v5.0, I have been under the impression that a resource was limited to 5 “rat e types” in Primavera. Today, I was informed of a field available in the Resource tab that allows a user to select a “Rate Source”. The values in the rate source fi eld are “Role”, “Resource” and “Override”. Override allows the user to plug in the custom ate for the resource at the activity assignment level. We therefore are no longer limited to what was essentially 10 rates (5 role, 5 r esource) for a resource assignment. Wish I could go back to several demos and change my answer ;-) Run a Quick Pertmaster Risk Analysis credit to : http://www.ims-web.com Conducting a detailed and thorough schedule or cost risk analysis can be a data intensive and time consuming effort. Proper conduct of the assessment process re quires input from multiple responsible project team members. Though this process is necessary to provide a credible analysis there is one way to get a quick ini tial thumbnail sketch for any given project plan. From the Pertmaster menu, select Risk, Duration Quick Risk, then specify whether you want to include “All tasks in the plan”, “All filtered tasks, or “Selected tasks on ly”; then specify a Distribution function and standard percentages for the Minimum , Likely and Maximum durations. Click OK and you’re all set to run the risk analys is. Repeat the same steps for resource costs. Using Resource Codes credit to : http://www.ims-web.com Just like Project Codes and Activity Codes, Primavera provides you resource code s that allow you to organize, group, sort and filter your resource dictionary. The resource codes also allow you to group and sort in the Resource Assignments and Resource Profile views. Create a Resource Code 1. In Primavera, create a resource code called a Manager by doing the follo wing: 1. Click on Enterprise in the menu bar, and choose Resource Codes. 2. Click on Modify. 3. Click on Add. 4. Type Manager as the new resource code name. 5. Click Close. 6. At the top, you will see Manager in the drop down. 7. Click on the Add button, to add names to the manager resource code. 8. After adding all of the names, click on Close in the resource code windo w. 2. Click on Customize and place the Manager resource code as the first opti on to group by. 3. Your resource dictionary is now grouped by the code. 4. To go back to how the resource dictionary was originally grouped, click the Display Option bar again and choose Group and Sort, default. A resource profile can also be grouped by the Manager resource code. This allow s the user to click on the manager’s name in the profile and see a rollup of all o f the limits for the resource under that manager’s name. This view makes for a gr
eat capacity planning report. To group by the Manager resource code that was cr eated above in the resource profile, follow the instructions below: 1. Open a project. 2. Click on the Activities button in the Directory bar. 3. Turn on the resource profile in the bottom layout. 4. In the resource list on the left side of the resource profile, choose th e Directory Bar. 5. Click on the Select View and then choose Resource. 6. Click on the Group and Sort By. 7. Choose the Manager resource code as the first option to group by. 8. Click on OK. 9. In the resource list, you should now see your resources grouped by the M anager name. 10. Click on the Manager name in the list and you will see the rollup informati on displayed in the Profile view on the right of the screen. Clean Up Your Primavera Reports credit to : http://www.ims-web.com When adding header and footer information to your custom printing layouts or not es fields, Primavera adds a double-space when you hit “Enter” for another line by de fault. You can get a single space by holding down the Right Shift key while hit ting “Enter” to minimize the space you need and make the reports look more professio nal. How to Determine Resources Needed for a Project credit to : http://www.ims-web.com When using P6 for managing resources, users often want to be able to see the num ber of people a project will require to complete. This can be achieved by using the Resource Allocation capabilities of P6. Start by building your project schedule with the required roles to do the work. Next, turn on the Resource Profile in the bottom layout view. Then go to the R ole Profile options by clicking on the Display Option bar in the Resource Profil e view. Click on the Graph Tab and go to the bottom of the window and click in the check box next to Calculate Average. In the Divide Intervals Total by secti on, type in the number 40 (this represents a typical work week amount of 40 hour s per week). In the Unit of Measure field type in FTE (Full Time Equivalents) o r People or whatever you want the unit of measure to be. Click OK on the Window and your resource profile will now tell you the number of people needed. Exporting Expense Detail in P6 credit to : http://www.ims-web.com Because you can export Expense information from the schedule to Excel, you can e asily add, revise or delete this information. It can then be imported back into Primavera. The “catch” to this is that any column that has a column header that contains an ast erisk (*) from the export is Read-Only and you cannot modify these fields. One of these columns is the “Unit / Price” column, which is one that may need revision. The “Trick” is that the values in the “Actual Cost” column will populate the “Unit / Pric e” values when they are imported back to the Expenses in Primavera. Just place th e “Unit / Price” value in the “Actual Cost” field of the spreadsheet. Once imported, th e “Actual Cost” field from the import will also populate the “Unit / Price” field and “Bud geted Cost” will result from the product of “Budgeted Units” x “Unit / Price”. Zero ($0) out or re-import the true “Actual Cost” values in Primavera and you’re done! 5 Responses 1. ihtsham, on August 5, 2008 at 4:44 pm said: hello guys, i am a newbie to Primavera & hence to project management, I know lit le about primavera, never worked profesionally in it, but can define WBS, activi ties, relations, constraints, scheduling, cost, roles & resources definition, an d nothing more… Well, in couple of days i will be interviewed for a planning engineer job, can y ou people help me in this case? what type of typical question are common in inte
rview of planning engineers? waiting anxiously for your reply. u may reply me at firstname.lastname@example.org Regards, ihtsham Reply 2. farestplanner, on August 12, 2008 at 6:50 pm said: Here is my tips: 1) Get familiarize with Planning Tools i.e Microsoft Project, Primavera etc. It will help you to explain how you are going to start your work. The most popular question is: 1. What is CRITICAL PATH METHOD? 2. Relationship between successor & predecessor 3. Different between financial & physical curve 4. WBS concept and implementation on Primavera 5. Calculation for the physical progress 2) Prepare your Planning Sheet; which is comprises with site productivity. You c an organize as your construction library. As Planner, Planning Sheet is our basi s to justify duration for each activity we assign in Primavera or MS Project. 3) Get to know with correct sequence of work. No matter either you are in constr uction industry or M&E system, extensive knowledge in correct work sequence is a n essential skill to develop. Reply o RaviKuamr A, on September 7, 2010 at 7:14 pm said: Very Useful info.Thanks Reply 3. Ravishankar Anantharamu, on February 19, 2010 at 4:19 am said: Hi, I like the level of detail in the article. Regards Ravi Reply 4. Rob, on May 12, 2011 at 1:36 am said: I’m also needing help in Primavera and Planning activities. I would like to know h ow can I be an effective planner and what are the day to day task for a planning engineer do I need to be expert in Primavera? What are the key things I need to know?
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